by Kirk Walden, Advancment Specialist

Boards of Excellence

As board members, a primary responsibility is to monitor the budget and make sure the organization is wisely stewarding the funds entrusted to its care. At the end of the year, a reasonable goal is to finish with more funds in the bank than when we started, right?

Yet if a board isn't looking at what happens "after the budget," it is missing the bigger picture.

Beyond the budget, we must consider the amount of funds we are setting aside for next year, the next and the next. Ultimately, we must lay in place a financial foundation for future boards, staff members and most important, those who come in our doors as clients.

For forward-thinking organizations, an Endowment provides this foundation. Webster defines "endowment" as "a large amount of money that has been given to a school, hospital, etc., and that is used to pay for its creation and continuing support," but we can go further. For our non-profit organizations, an endowment is a fund we can draw upon (whether we use only the interest accrued or choose to withdraw a certain amount each year) to fund different aspects—or a large portion—of our ministries.

Every non-profit organization needs to at least carefully consider an endowment. Used wisely an endowment can be a perfect blend of faith and stewardship, two attributes that should complement each other.

Whether a ministry is launching an endowment or looking for ways to grow this fund, one starting point is the ministry budget. Placing a line item in the budget for the endowment reminds us each month that a portion of today's funds should go toward a better tomorrow.

Whether we start with $50 per month or $5,000, we are on our way to a brighter, more successful future for our ministry.

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by Kirk Walden, Advancement Specialist

Boards of Excellence

For pregnancy help ministry boards, it is easy to get consumed by major obstacles. When we face big challenges however, there is good news: Help is not far away.

Many sister organizations have likely walked in our particular shoes, and once faced the same challenges we are facing.

Tweet this! Often, major hurdles are overcome by capturing the counsel of those who have walked our road before.

Often, major hurdles are overcome by capturing the counsel of those who have walked our road before.

How do we find that help? Here are a few ideas:

Make Connections
As a board, make it a priority to send representatives to conferences and make professional connections with other board members (Note: the 2015 Heartbeat International Conference is April 7-10 in St. Louis, MO). Getting to know other board members in other areas, or across a state, brings more wisdom to the table.

One to Follow, One to Lead
Make it a point to create a close connection with another ministry geographically close by that you believe is on the same journey as yours, but has walked more steps on the path. Perhaps this organization is older; or has a larger client base and/or budget than your own. As questions come up, this ministry may be able to help with answers.

At the same time, offer assistance to a nearby ministry wanting to get to where you are. Be a sounding board.

As board chairmen reach out to each other in these ways, we all grow.

Check in with Your Affiliate Network
Whether statewide or nationally, your affiliate network may have answers for you. Utilize its expertise and its connections to dozens, hundreds or thousands of ministries when you're "stuck." For instance, Heartbeat International fields questions daily from its more than 1900 affiliates around the world.

Stuck? Whether the issue be fundraising, staffing or a new initiative that doesn't seem to be getting off the ground, help is on the way. All a board needs to do is access the assistance and counsel already in place.

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By Kirk Walden, Advancement Specialist

The Year-End Appeal Letter can be one of the most effective fundraising initiatives we have in our development plan.

A successful Year-End Appeal can bring us through a difficult year, launch the coming year on a positive note and perhaps most important, draw new supporters into the ministry.

And the Board of Directors can have a tremendous influence on the success of this endeavor. Here are some ways the board can assist:

Signatures matter
Each board member should have a copy of the ministry’s mailing list. From there a board member can highlight names of those with whom he or she has a personal relationship. The board member’s name can be added to the CEO as a signatory on the letter, making the letter more personal. The more personal the letter, the higher the probability of a positive response.

Bring new names to the table
Each board member can bring a list of 10, 20 or more names of friends who need to be added to the mailing list. As in the suggestion above, the board member should be a signatory on letters to these friends. In addition, the letter can include a brief statement from the board member such as, “As a board member, I wanted friends like you to receive this special correspondence. Your gift would mean so much to those who come in our door, and to me personally. Thank you for reading!”

Let’s remember to . . . Respond
Board members are leaders and as such, special appeals—like that of the Year-End Letter—call for action by those who lead. By sending in a generous gift we provide encouragement to staff, and we have the joy of knowing that we are fully involved in our ministry just as we are asking others at this special time of year.

Takeaway Thought:
In a ministry’s development plan, often it is the “little” items that get overlooked; yet those seemingly small things can make quite a difference over the long term. Board member participation in the Year-End Appeal is oft overlooked; participate in the three items above and your ministry will be well ahead of the curve.

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Boards of Excellence: Want to raise more funds? 2 Decisions

by Kirk Walden, Advancement Specialist

The Board of Directors plays a key role in fundraising; many of its decisions have a direct impact on the overall development plan—and on the amount of funds raised.

Here are two decisions a board must consider if it wants to build a strong financial foundation for the ministry.

Director of Development (or Advancement)

Many boards are reticent to hire this person, wondering whether this position is needed or a good investment. If we are looking long-term, this person is a great investment.

A quick note: This person is not simply an events planner. If we utilize our Director of Advancement as only a banquet planner or to work on other events, we are missing the big picture. This person builds relationships with our donors; getting out of the office to spend time with them, get to know them and create long-term connections with the organization. A good Director of Advancement understands that our donors are actually volunteers who give their time at work (and the funds they earn) to our organization to save lives.

Looking to outside experts

The ability to raise funds is not innate. It is part craft, part science. Unless a board is blessed to be full of those who are professionals in this area, batting fundraising ideas around at a board meeting takes a lot of time and rarely yields fruit.

Investing in those who can come in to the organization, assess its needs and assist in crafting a plan for development is a wise decision. My heart breaks for those organizations that try idea after idea, thinking fundraising is about finding the next gimmick or hot idea.

Fundraising is a ministry that connects God's people to God's work. There are gifted Christians who understand this principle and make it their life's work to assist ministries in fulfilling their missions by teaching ways to create these connections. A wise board seeks out the help of these leaders in stewardship practices, who can transform events, design capital campaigns, and show ministries how to implement effective, long-term development plans that are God-honoring, faith-building and effective in laying a strong financial foundation for the ministry.

Two decisions

A board that is committed to making these two decisions will, over time, oversee an organization that is always on an upward trajectory.

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